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Headstart Morning Seminar | Transforming Organisations for the 21st Century June 2015
POST*SHIFT @CerysHearsey/@Postshift
Our core team has pioneered the use of social technology inside large firms since 2002, and we now work with corporate clients to assist in developing new forms of organisational structure and practice
to help create agile, responsive and adaptable 21st Century firms.
introductions…
whilst our technology and business environment has evolved exponentially, our management thinking has stood still for 100 years…
management practice is based on very old assumptions
post-C20th market dynamics are very different
barriers to entry no longer provide positional defence
conventional org structures are now holding us back
no startup today would recreate corporate structures
and much of what we regard as work produces no value
productivity: siloed to quantum
productivity: siloed to quantum
amazing things can happen
what are the conditions that bought us to this point? what
does it mean for the organisation?
digital transformation is changing everything…‣ customer engagement ‣ products & services ‣ enterprise IT ‣ business models ‣the nature of the firm
social tools help, but cannot change the org on their own
SOCIAL TECHNOLOGY
‣Social Business strategy‣E2.0 / SocBiz platforms‣Use cases / process surrounds‣Adoption & awareness
social technology is part of a wider future of work
ORG DESIGN
‣Agile / podular teams‣Networks and communities‣Open / data-driven working‣Customer / market pull
SOCIAL TECHNOLOGY
FUTURE OF WORK
‣New roles and tasking‣Network-centric leadership‣Business model innovation‣New business structures
ORG DESIGN
SOCIAL TECHNOLOGY
Structure
•Decentralised •Resilient •Adaptive & Emergent •Networked •Service-oriented
Culture
•Open •Customer-centric • Innovative •Experience-led •Passion & purpose
Practice
•Agile & Iterative •Data-driven •Collaborative •Task-focused •Podular
digital transformation needs new organisational attributes
Wider Market
changing market dynamics
ecosystem
organisation
Market composition
Customer behaviour
Technology
Products
‣ Cambrian explosion of startups ‣ Software-driven markets ‣ Rapid emergence of high scale markets
‣ Platforms and ecosystems ‣ Compatibility beats barriers ‣ Prosumption / collaborative consumption ‣ Everything as a service
‣ End customers have more power ‣ Customer trust ‣ Mass-customisation
‣ Diffusion of innovation is accelerating ‣ Ubiquitous collaboration technology ‣ Connectivity is a driver for advances in tech ‣ Design for hackability
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the combinatorial effect of market dynamics
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risk versus opportunity
Frameworkchanging organisation ecosystem to grow new org tissue
Internal teams
Protectedspace
Competitors/Wider ecosystem
Internal Teams
Competitors -startups and others
1. Connected devices, IoT, data and platforms
2. everything-as-a-service 3. customer creation and open
innovation 4. start up incubation and
ecosystem cultivation
new capabilities are possible
As a sales organisation, we need to offer an integrated experience (not front-ends to a set of separate silos working apart), to grow key account value.
Structure
•Decentralised •Resilient •Adaptive & Emergent •Networked •Service-oriented
Culture
•Open •Customer-centric • Innovative •Experience-led •Passion & purpose
Practice
•Agile & Iterative •Data-driven •Collaborative •Task-focused •Podular
what kind of org do we need to be for tomorrow?
social platforms create conditions for new org structures
new thinking on organisational structures / interfaces
Dual organisation Holacracy
Connected company
New ad hoc models and
combinations
Cell designCell design
some new models and theories of the organisation
Kyocera: de-centralised ‘amoeba management’
Morning Star: efficiency through self-management
WL Gore: lattice structure, ‘followership’ & the waterline
Valve: no management required
beyond one-size-fits-all: multi-dimensional structures
transformation vs “change”
crash diets (like change programmes) rarely sustain
‘quantified self’ continual improvement works better
agile transformation is about small changes & iteration
always be capturing workforce ideas, problems, needs
define target capabilities in clear and testable terms
“As a sales organisation we need to offer an integrated experience (not front-ends to a set of separate silos working apart) to grow key account value”
then define relevant organisational health indicators
use internal social data to track ‘real-time’ progress
but use human sensor networks to determine success
Do > Observe > Think - gradual change becomes routine
more than any one specific change, the challenge is how to respond to change itself
- how to be agile
AUTHORS Cerys Hearsey
CONTACT US [email protected]
FIND US Our blog: www.postshift.com/blog
SlideShare: http://www.slideshare.net/PostshiftTwitter: @Postshift
POST*SHIFT
